Drawing on the theoretical framework of Job Demands-Resources (JD-R), our study aims to consider how workplace antecedents of perceived quiet firing (also known as involuntary attrition), perceived co-worker support, and experience (tenure at an organization) may influence quiet quitting behavior. Data were collected via questionnaire responses from 209 workers in India who had graduated from university within the last 7 years. The findings show that (1) perceived quiet firing is positively associated with quiet quitting; (2) perceived co-worker support is negatively associated with quiet quitting; (3) experience moderates the positive association between perceived quiet firing and quiet quitting in such a way that the relationship is weaker as one’s tenure at an organization increases; and (4) experience does not moderate the negative association between perceived co-worker support and quiet quitting. The study’s contributions come from understanding how the interplay of demands (i.e., perceived quiet firing) and resources (i.e., perceived co-worker support and experience) determine quiet quitting behaviors in the workplace. Additionally, the temporal dimension of experience facilitates the acquisition of organizational-specific knowledge and resources. In contrast, perceptions of co-worker support appear specific to a given point in time. Policy implications come from providing guidance to organizations on how to reduce quiet quitting behaviors by ensuring that the resources available to employees exceed the demands placed on them.

This research investigates the dynamic landscape of succession planning (SP) strategies in higher education, with a focus on synthesizing existing literature to guide improvements in presidential succession practices. The intense global competition in higher education has led to imbalances in the quantity and composition of potential successors, hindering institutions’ rapid advancement and affecting their competitiveness on the global stage. The study addresses critical challenges such as attracting, retaining, and nurturing successors in key positions beyond material incentives. Employing a literature analysis methodology, the research comprehensively examines the existing body of literature related to succession planning, offering recommendations to promote stability in leadership, foster continuous talent development, and mitigate talent crises. The study evaluates the current state of succession planning in higher education, identifying issues and their root causes. It provides a summary and analysis of ongoing research efforts related to successor quality, team formation, and cultivation models. Despite advancements through national talent cultivation policies, persistent challenges like talent scarcity, the absence of gender-inclusive succession plans, a lack of originality, and inconsistent staff flow hinder progress. The research attributes these challenges to traditional personnel systems and university administrators. Proactive measures are proposed, including creating awareness of succession planning, advocating for personnel mechanism reform, establishing a comprehensive training system, and developing a scientifically-grounded succession plan. Though the study aims to contribute to leadership development and address pressing issues faced by higher education institutions, with only a limited number utilizing mixed techniques, it restricted the comprehensive inclusion of social context knowledge and evidence regarding the motivations, beliefs, and experiences of individuals in this investigation.

Organizations in the modern, global environment have moved away from traditional methods of communication and toward creating all-encompassing plans that revolve around the engagement and motivation of their workforce. This change highlights the critical function of strategic internal communication, a still-emerging but increasingly important field of study and practice in the business sector. The modern workplace sees a change in the roles that employees play, with workers taking on more and more duties that were previously related to public relations. Understanding this shift in PR practice requires an understanding of role expectations, as norms and expectations have a significant impact on communication behavior and, in turn, organizational performance. To interpret the data in this context, a content analysis of secondary data was conducted. This made it possible to assess the body of knowledge in order to determine its applicability, consistency, replication, and rebuttal. The study makes the case that paramilitary organizations, like the Nigeria Customs Service, have internal communication procedures that are different from those of traditional corporate organizational structures. Given the agency’s diverse responsibilities in income generation, trade facilitation, and the abolition of smuggling, this discrepancy is especially noticeable. The study shows that the relationship between internal communication and employees’ job performance was mediated by employee participation and job satisfaction.

The need for strategic alignment within HR management increased managers' concern about individual behavior and how this behavior was related to the achievement of goals. In public management, effectively managing employees' performance has been necessary since Weber's bureaucratic administration. The individual performance appraisal is the right tool to assess employees' competencies. Thus, we proposed the following research question: Which factors, as pointed out by theory, have the most significant influence on the individual performance appraisal process? The quantitative method was applied to answer this question, developing and testing a scale via EFA and a hypothetical model via SEM-CB. The results indicated a scale with 25 items able to access the main points of the IPA process and a hypothetical model with 7 constructs that indicate the influence on employee engagement. The main finding is the significant influence of feedback on the whole process. The main theoretical contribution was the construction of the MIPAS scale, and the practical contribution was to identify the points where managers should focus on improving the IPA process with their subordinates.

Intellectual capital is the sum of whatever organizational resources contribute to the value and competitiveness of a company. Though some metrics have been developed for measuring individual and collective capabilities, from a human resources point of view, it is difficult to translate the concept of intellectual capital" into, for example, financial terms. To better understand the field, the aim of this study is to draw a thematic analysis on the relations between intellectual capital and human resources. We provide an overview of publications and their courses on this subject. We accessed two widely used databases (Scopus and Web of Science) to produce the review. We set a period of 26 years, marked by the subject's theme entry. In order to handle duplicates, we used RStudio Software, and to manage the data, we used the Bibliometrix package tools (biblioshiny and thematic map). Our analysis revealed how intellectual capital and human resources are important for generating value in organizations. Some results explore innovative ways of managing these resources, such as integrating technological, commercial, organizational, and cultural aspects, using dynamic systems modeling, investing in long-term strategies and in education and training, and studying the relationship between green intellectual capital and green human resources management.

The health of employees is so paramount for employee productivity. While emphasis is often placed on the physical health of employees, less emphasis is placed on the psychological or mental health of the employees. Similarly, it seems as if health challenges are more occurring in manufacturing industries, but the service organizations employees are as well susceptible to mental health challenges. Understanding the predictive factors to mental health challenges therefore becomes imperative. It is on this note that the present research examines how employee mental health is predicted by work safety measures like perceived workplace safety, work overload and pay satisfaction. The workplace safety variables include perception of job, co-worker, supervisor, management, and safety programs. A cross sectional survey method was adopted, using ex-post-facto research design. Data were gathered from 258 employees, including 150 (58.1%) females and 108 (41.9%) males of a non-governmental organization. Correlation and regression analyses were used to analyze data obtained from the standardized psychological scales that were administered. The results showed that mental health correlated positively with perceived job safety, but negatively with perceived co-worker, supervisor, management, safety programs and pay satisfaction. Workplace safety variables jointly predicted mental health, accounting for 23% variance, but only perceived job safety and supervisor safety were significant. The higher employees perceived job safety, the lower their mental health challenges. Similarly, the higher they perceived supervisor safety, the lower their mental health issues. Pay satisfaction accounted for 3% variance in mental health, and the higher the pay satisfaction, the lower the level of employee mental health issues. It is implied that the human resource unit of service organizations should intermittently examine their organizations to identify and prevent possible job and supervisor safety threats. Supervisors should be trained on how to be discrete in communicating safety measures to subordinates so that it will not boomerang to hamper mental health. The human resources unit should also intermittently organize workshop, training, and employee-assisted programs for younger and lower grade employees on adaptive mechanisms for reducing mental health challenges.

Nomophobia, the anxiety experienced when individuals are separated from their mobile phones, is becoming increasingly prevalent in modern workplaces. This study investigates the role of organizational commitment in mitigating nomophobia, with a focus on the mediating influence of the ethical environment. Data were collected from 600 participants and analyzed using Structural Equation Modeling (SEM). The findings show that a strong sense of organizational commitment significantly reduces nomophobia among employees. Additionally, an ethical environment within organizations further mitigates this anxiety by fostering a workplace culture that encourages psychological well-being. This research provides practical insights for organizations looking to reduce the psychological strain associated with digital dependency, emphasizing the importance of both commitment and a strong ethical climate.

Project success requires team commitment, which is a product of an encouraging culture of cooperation and teamwork among project team members. The research work aims to ascertain which components of team commitment affect the performance of construction projects in Nigeria. The research adopted a quantitative design where questionnaires were used for data collection. Out of 1233 questionnaires distributed, 975 were received with valid responses and used for data analysis. Data were analysed descriptively using percentage, mean score, and relative agreement index. The study showed the factors of team commitment having an effect on project performance, as rated by the respondents, to be: Normative component: “Project team members owe a great deal to this organisation”; “Members of the project team do not feel it is right to quit the project before completion”; “This organisation has a great deal of personal meaning for project team members”. Affective component: “This organisation deserves the loyalty of project team members”; “The project team considers the team’s problems as their own. Then, “One of the few negative consequences of leaving this organisation will be the scarcity of available alternatives” is for continuance. In conclusion, the emotional attachment of the team members and sense of obligation to the project team and construction organisation are the driving forces behind pushing for the successful outcome of projects within the Nigerian construction industry.